Pediatrician Yang Yang checks a child at Guangzhou Women and Children's Medical Center in Guangdong province in January. ZHANG ZIWANG/FOR CHINA DAILY Fees for medical treatments and examinations of children 6 and younger were raised by 30 percent in Guangzhou recently as a way to keep the city's pediatricians from quitting their jobs. According to a notice issued by four city government departments at the end of April, the higher fees cover 408 kinds of treatments and examinations for children. The increase in fees for children aims to overcome the difficulty in seeing pediatricians and to encourage more medical students to become pediatricians, the notice said. The price increase is also expected to encourage State-run hospitals to provide even better medical services to children. An ordinary diagnostic fee for a child was increased from 10 yuan to 13 yuan ($1.60 to $2.05). A tonsillectomy rose from 520 yuan to 676 yuan. Gong Sitang, deputy president of the Guangzhou Women and Children's Medical Center, said the policy is people-oriented, as it allows pediatricians to feel respected. Pediatricians usually have to be more careful and face heavy pressure in seeing child patients because some of the children are too young to speak or can't clearly describe their symptoms, Gong said. Also, most of them are their parents' only child and usually the apple of their parents' eye. Gong said the price hike will not increase the burden of patients or parents who enjoy medical insurance or who are covered by the country's healthcare system. Most of the children's medical expense are actually paid by the government and insurance companies, he said. Fang Zhuohong, a Guangzhou office worker, said she hoped the higher fees would make it easier to see pediatricians. Many parents have to spend at least half a day to bring their children to see a doctor in Guangzhou, she said. Many people won't be able to see senior doctors or specialists if they don't make appointments in advance. But not all people applauded the move. The price hike will increase the burden for myriad migrant workers who come from outside the city, said one Guangzhou resident, who refused to give his name. Many of them don't have local medical insurance and have not yet been included in the healthcare system. A shortage of pediatricians has seen some city hospitals close their pediatrics departments in recent years. A pediatrician at a major general hospital, who did not want to be named, said many pediatricians in his hospital have to work overtime. Some pediatricians have to see as many as 200 patients a day, about three times the number seen by an ordinary doctor, he said. rubber wristbands uktrio spinnerssilicone rubber bandswrist band com coupon codeblack rubber braceletsjordan wristbandlivestrong bracelet
Gui Shengyue, chief executive officer of Geely Automobile Holdings, says learning the world's latest technology through mergers and acquisitions is key to keeping Geely's continued growth. [Parker Zheng / China Daily] Most people won't dispute it's the courage and aspirations of founder Li Shufu that have helped shape the group's growth, while paying scant attention to the rigor and pragmatism of Gui Shengyue. Gui was named chief executive officer of Hong Kong-listed Geely Automobile Holdings in 2006 after having been tapped by Li in the 1990s well before Geely ventured into the auto industry. Li and Gui, who are of the same age and natives of Zhejiang province in eastern China, struck up a solid relationship despite their different backgrounds. Li had started from scratch, while Gui was recommended by Beijing to work in State-owned China Resources (Holdings) Company in Hong Kong. Gui reckons it's China Resources' standardized management and regulations that have shaped his business philosophy. Discipline and legality are important in such a large corporation. This has influenced me a lot and made me more practical. He was a key witness to Geely's Automobile's development over the years, purchasing spare parts for the group and feeding it with global market information from Hong Kong. After having worked in Hong Kong for years, Gui has grown accustomed to the local business environment. I came to Hong Kong just after graduating from university in 1986. It enabled me to get some understanding of business rivalry in a regulated market in my early years, says Gui. Geely grew rapidly and became one of China's top 500 enterprises in 2002. Its speedy expansion had put pressure on the company's cash flow because of its huge sales target and high production investment. This accelerated Geely's desire to seek opportunities by going public. With Gui's help in building the company's structure, Geely was successfully listed on Hong Kong's stock market through a back-door listing in 2005. The initial public offering eased Geely's capital pressure and created the path for it to climb onto the world arena. Having been appointed to the helm of the Hong Kong unit, Gui believes a successful leader has to be good at controlling the whole situation and capable of making critical decisions. Although critical decisions may involve risks, a leader has to conquer them, and adopting a conservative approach won't bring the results, he says. Thus, I believe, to a certain extent, all the M&As are linked to the existence of our listed company here in Hong Kong. We may not play a critical role but we do have some impact for sure. Geely's shares had been on a roll since the unit's flotation in Hong Kong and the company becoming a constituent of the Hang Seng Index early last year, ending 2017 with its share price tripled.
